INTRODUCTION

The research was carried out on the topic MOTIVATION in which I analyzed the Ventcool system pvt ltd. HR system of motivating employees. During the period of 5weeks wherein I tried to find out the various methods, concepts and theories of motivating employees used by the managers of different departments and the company. Every departmental heads has their own perception behind motivating an employee for their completion of the objective in their respective departments, this is something I learned by analyzing such things.

The survey was done at the Ventcool system Pvt ltd (which is located at Mathura road, Faridabad). The objective of the study is to find the various methods, concepts and theories of motivating employees prevalent at Ventcool system Pvt ltd, Haryana. As Motivation process is very important function of the company, the study aims to identify the sources of motivation.

The primary purpose of the study is to examine the prevailing methods, concepts and theories of motivating employees used by the managers of different departments and the company. Questionnaires were designed in such a way that it was easy to understand the system of motivating the employees in this company.

For conducting the survey structured questionnaire were employed. The study is based on primary data. Survey was done on 80 employees of whom only 58 responded. These respondents were executives of top, middle & lower management. The questionnaire consists of question related to motivation.

In this study, questions were asked keeping the objective of the study in mind and from which correct analysis can be done and exact perception of the employees can be known. The study reveals that nice theories and methods of motivation were adopted by the company. Thus on the basis of the results of the survey and the interviews conducted with the employees at various levels of the organization, I suggest that the employees should be given
1

MOTIVATION
Motivation is the driving force by which humans achieve their goals. Motivation is said to be intrinsic or extrinsic. The term is generally used for humans but it can also be used to describe the causes for animal behavior as well. This article refers to human motivation. According to various theories, motivation may be rooted in a basic need to minimize physical pain and maximize pleasure, or it may include specific needs such as eating and resting, or a desired object, goal, state of being, ideal, or it may be attributed to less-apparent reasons such as altruism, selfishness, morality, or avoiding mortality. Conceptually, motivation should not be confused with either volition or optimism. Motivation is related to, but distinct from, emotion. In the organizational setting the word Motivation is used to describe the drive that impels an individual to work. A truly motivated person is one who wants to work . When people speak of motivation or ask about the motives of person, they are really asking When behavioral scientists use the word motivation, they think of its something steaming from within the person technically, the term motivation has its origin in the Latin word mover which means to move. Thus the word motivation stands for movement. One can get a donkey to move by using a carrot or a stick; with people one can use incentives, or threats or reprimands. However, these only have a limited effect. These work for a while and then need to be repeated, increased or reinforced to secure further movement. If a manager truly understands his subordinates motivation, he can channel their inner state towards command goals, i.e., goals, shared by both the individual and the organization. It is a well known fact that human being have great potential but they do not use it fully , when motivation is absent . Now days employees have been hired, trained and remunerated they need to be motivated for better performance. Motivation in simple terms may be understood as the set or forces that cause people to behave certain ways. People are motivated rewards something they can relate to and something they can believe in. Times have changed People wants more. Motivated employees are always looking for better ways to do a job. It is the responsibility of managers to make employees look for better ways of doing their jobs. Individuals differ not only in their ability to do but also in their will to do, or motivation Managers who are successful in motivating employees are often providing an environment in which appropriate goals are available for needs satisfaction. Retaining and motivating

workers requires special attention and the responsibility falls squarely on the shoulders of HR as well as managers and supervisors at all level. They have to create a work environment where people enjoy what they do, feel like they have a purpose and have pride in the mission of the organization. It requires more time, more skill, and managers who care about people. By giving employees special tasks, you make them feel more important. When your employees feel like they are being trusted with added responsibilities, they are motivated to work even harder so they wont let the company down. Motivation is essential for any company because employee is Asset of company.

OBJECTIVE OF THE STUDY

Motivation is very important for the organization. Probably, no concept of HRM receives as much attention of academicians, researchers and practicing managers motivation. The objectives towards increasing attention towards motivation are as follows:

1. To make the workers happy and satisfied. 2. It helps to i mprove employees productivity.

3. To make the employees feel that their job is secure

4. To make the work more interesting.

5. To provide tactful discipline in the company.

6. To reduce absenteeism and labour turnover in the company.

7. Motivation helps to improve goodwill and helps in growth.

(a) Job security, (b) Sympathetic help with personal problem.

NEEDS OF STUDY
The purpose of this study was to describe the importance of certain factors in motivating employees at the Piketon Research and Extension Center and Enterprise Center. Specifically, the study sought to describe the ranked importance of the following ten motivating factors: (a) Job security, (b) Sympathetic help with personal problems, (c) Personal loyalty to employees, (d) Interesting work, (e) Good working conditions, (f) Tactful discipline, (g) Good wages, (h) Promotions and growth in the organization, (i) Feeling of being in on things, and (j) Full appreciation of work done. A secondary purpose of the study was to compare the results of this study with the study results from other populations These are some of the need of the study which helps in making the project report easier. Main emphasis are laid on the motivation of the employees so that they can give their best to the company.

SCOPE OF STUDY
1. It determines the no. and kinds of personnel required to fill various positions in the organization. 2. Recruitment, placement, and selection of personnel i.e. employment function. 3. Training and development of employees for their efficient performance and growth. 4. Appraisal of performance of employees and taking c orrective steps such as transfer from one job to another. 5. Motivation of workforce by providing financial incentives & avenues of promotion. 6. Social security and welfare of employees. 7. Review and audit of personnel policies, procedures and practices of the organizations.

RESEARCH METHODOLOGY
This study focuses on the Recruitment and Selection at VENTCOOL SYSTEM Pvt. Ltd. as a matter of interest. It was ensured that there was a good mix of respondents- males, females; employees of various designation; and temporary and permanent employees. It is the specification method & procedure for collection the needed information. Research is the organized and systematic way of FINDING ANSWERS TO QUESTIONS. I conducted survey on the subject, How the company is involved in Recruitment and Selection process I designed questionnaires of very specific nature to ascertain answers that might be valuable for our analysis and moreover in addition we could study viewpoints from dual-ranging perspective of the trainees and their respective supervisors.

After being fully aware of the objective of the study and the research problem, it was found out that it was a descriptive research.

Kinds of Research:1. QUALITATIVE RESEARCH: - This type of research goes by names: ethnography, cognitive anthropology, etc. A good way to understand qualitative research is to examine it in terms of the research parameters.

2. DESCRIPTIVE RESEARCH: - This type of research is also a grouping that includes many particular research methodologies and procedures such as observations, surveys, self- reports and tests.

3. EXPERIMENTAL RESEARCH: - There are many different

types of

experiments. Most are quite different from the common stereotype. All experimental research, however it has several elements in common.

RESEARCH DESIGN
Type of research for this project report is formal exploratory study. The self administrated questionnaire method will be the basic research design. The respondents will be the basic research design. The respondents would fulfill the questionnaires related to satisfaction level with the current appraisal system of the organization. The information received will be kept confidential.

The selection of research design depend the objective of the research. Research designs are of three types Exploratory Descriptive Casual or experiment

Sources of Data:For conducting the survey the data was collected from the employees of Ventcool system Pvt Ltd. To make the research complete, it is very important to have the necessary & useful data. Sometimes data can be available readying one form or the other & sometimes data has to be collected.

A researcher can tap sources to heads:-

Internal sources External sources

a) Internal sources:-

It is the companies own record registered document etc. a researcher can use these to collect internal information. To get this information about the company, the company profile, industry profile can be used.

b) External source:-

All the other source of information is external source of data. The external source is classified into two parts which are as follows:

Secondary data

Primary data

These are explained as follows:-

1.Secondary Data
Secondary data analysis is commonly known as second hand data analysis. It is simply the analysis of pre-existing data in a different way or to answer a different question than originally intended Secondary data analysis utilizes the data that was collected by someone else in order to further a study that you are interested in completing.

Sources of secondary data classified into qualitative and quantitative. Examples of qualitative sources are biographies, memoirs, newspapers, etc.

2. Primary Data

The Study is based on the primary data collected from the employees at SSP Pvt Ltd through the assistance of the questionnaire. The survey was conducted with 58 respondents. However, the use of some secondary data were taken help of to gain a better understanding of the Recruitment and Selection process, the attrition and the reasons why employees leave. For this purpose the web pages and the journals were sought. There are many methods of collecting primary data and the main methods are as follows:

1. Questionnaires 2. Interviews 3. Focus group interviews 4. Observations 5. Case studies 6. Diaries 7. Critical incidents 8. Portfolios

In this project mainly primary data from internal sources is used to make results authentic. It is collected by personal administration of the questionnaire.

REVIEW OF LITERATURE
Self-control

The self-control of motivation is increasingly understood as a subset of emotional intelligence; a person may be highly intelligent according to a more conservative definition (as measured by many intelligence tests), yet unmotivated to dedicate this intelligence to certain tasks. Yale School of Management Professor Victor Vroom's "expectancy theory" provides an account of when people will decide whether to exert self control to pursue a particular goal. Drives and desires can be described as a deficiency or need that activates behavior that is aimed at a goal or an incentive. These are thought to originate within the individual and may not require external stimuli to encourage the behavior. Basic drives could be sparked by deficiencies such as hunger, which motivates a person to seek food; whereas more subtle drives might be the desire for praise and approval, which motivates a person to behave in a manner pleasing to others. By contrast, the role of extrinsic rewards and stimuli can be seen in the example of training animals by giving them treats when they perform a trick correctly. The treat motivates the animals to perform the trick consistently, even later when the treat is removed from the process.

MOTIVATION
Motivation in simple terms may be understood as the set of forces that cause people to behave in certain ways. A motivated employee generally is more quality oriented. Highly motivated worker are more productive than apathetic worker one reason why motivation is a difficult task is that the workforce is changing. Employees join organizations with different needs and expectations. Their values, beliefs, background, lifestyles, perceptions and attitudes are different. Not many organizations have understood these and not many HR

experts

are

clear

about

the

ways

of

motivating

such

diverse

workforce.

Now days employees have been hired, trained and remunerated they need to be motivated for better performance. Motivation in simple terms may be understood as the set or forces that cause people to behave certain ways. People are motivated rewards something they can relate to and something they can believe in. Times have changed People wants more. Motivated employees are always looking for better ways to do a job. It is the responsibility of managers to make employees look for better ways of doing their jobs.

Individuals differ not only in their ability to do but also in their will to do, or motivation Managers who are successful in motivating employees are often providing an environment in which appropriate goals are available for needs satisfaction. Retaining and motivating workers requires special attention and the responsibility falls squarely on the shoulders of HR as well as managers and supervisors at all level. They have to create a work environment where people enjoy what they do, feel like they have a purpose and have pride in the mission of the organization. It requires more time, more skill, and managers who care about people. By giving employees special tasks, you make them feel more important. When your employees feel like they are being trusted with added responsibilities, they are motivated to work even harder so they wont let the company down.

Motivation is essential for any company because employee is Asset of company.

Introduction

In the organizational setting the word Motivation is used to describe the drive that impels an individual to work. A truly motivated person is one who wants to work. When people speak of motivation or ask about the motives of person, they are really asking when behavioral scientists use the word motivation, they think of its something steaming from within the person technically, the term motivation has its origin in the Latin word mover which means to move. Thus the word motivation stands for movement. One can get a donkey to move by using a carrot or a stick; with people one can use incentives, or threats or reprimands. However, these only have a limited effect. These work for a while and then need to be repeated, increased or reinforced to secure further movement.
10

If a manager truly understands his subordinates motivation, he can channel their inner state towards command goals, i.e., goals, shared by both the individual and the organization. It is a well known fact that human being have great potential but they do not use it fully , when motivation is absent . Motivation factor are those which make people give more than a fair days work and that is usually only about sixty-five percent of a persons capacity .Obviously , every manager should be releasing hundred percent of an individuals to maximize performance for achieving organizational goals and at the same to enable the individual to develop his potential and gain satisfaction. Thus every manager should have both interest and concern about how to enable people to perform task willingly. What perhaps changed this way of thinking about employees was research, referred to as the Hawthorne Studies, conducted by Elton Mayo from 1924 to 1932 (Dickson, 1973). This study found employees are not motivated solely by money and employee behavior is linked to their attitudes (Dickson, 1973).

MotivationTheories
Understanding what motivated employees and how they were motivated was the focus of many researchers following the publication of the Hawthorne Study results (Terpstra, 1979). Five major approaches that have led to our understanding of motivation are Maslow's needhierarchy theory, Herzberg's two- factor theory, Vroom's expectancy theory, Adams' equity theory.

According to Maslow, employees have five levels of needs (Maslow, 1943): physiological, safety, social, ego, and self- actualizing. Maslow argued that lower level needs had to be satisfied before the next higher level need would motivate employees. Herzberg's work categorized motivation into two factors: motivators and hygiene (Herzberg, Mausner, & Snyderman, 1959).

11

Vroom's theory is based on the belief that employee effort will lead to performance and performance will lead to rewards (Vroom, 1964). Rewards may be either positive or negative.

12

Adams' theory states that employees strive for equity between themselves and other workers.

6) Reassess needs deficiencies

5) Receives either rewards or punishment

4) Perform

3) Engages in goal directed behaviour

2) Searches for ways to satisfy needs

1) Identifies needs

EMPLOYEE
13

Framework of motivation
Step1 Motivation process begins with the individuals needs. Needs are tilt deprivations which the individual experiences at a given time and act as energizers. Step2 Motivation is goal directed.

Step3 A goal is a specific result that the individual wants to achieve .An employees goal are often driving forces and accomplishing those goals can significantly reduce needs.

Step4 Promotions and raises are two of the ways that organizations seek to maintain desirable behavior. Step5 Once the employee have received either rewards or punishments.

Step6 They reassess their needs.

DEFINITIONS THE TERM MOTIVATION REFERS TO A PROCESS GOVERNING CHOICES MADE BY PERSON OR LOWER ORGANISMS AMONG ALTERNATIVE FORMS OF VOLUNTARY ACTIVITY
14

MOTIVATION IS THE RESULT OF PROCESS, INTERNAL OR EXTERNAL TO THE INDIVIDUAL THAT AROUSE ENTHUSIASM AND PERSISTENCE TO PURSUE A CERTAIN COURSE OF ACTION.

The Role of Motivation:

Why do we need motivated employees? The answer is survival (Smith, 1994). Motivated employees are needed in our rapidly changing workplaces. Motivated employees help organizations survive. Motivated employees are more productive. To be effective, managers need to understand what motivates employees within the context of the roles they perform. Of all the functions a manager performs, motivating employees is arguably the most complex. This is due, in part, to the fact that what motivates employees changes constantly (Bowen & Radhakrishna, 1991). For example, research suggests that as employees' income increases, money becomes less of a motivator (Kovach, 1987).

IMPORTANCE OF MOTIVATION:

1. Motivated employees are always looking for better ways to do a job. This statement can apply to corporate strategists and to production workers. 2. A motivated employee generally is more quality oriented. This is true whether we are talking about a top manager spending extra time on data gathering and analysis for a report or clerk 3. Highly motivated worker are more productive than apathetic worker .The high productivity of Japanese worker and the fever worker are needed to produce an automobile in Japan than elsewhere is well known. 4. Every organization requires human resources in addition to financial and physical resources for it to function.
15

Three behavioral dimensions of HR are significant to organizations are as follows: (i) (ii) People must be attracted not only to join the organizations but also to remain it People must perform he tasks for which they are hired and must do so in a dependable manner 5. Motivation as a concept represents a highly complex phenomenon that affects. and is affected by .a multitude of factors in the organizational milieu .an understanding of the topic of motivation is thus essential in order to comprehend more fully the effects of variations in other reaction as they relate to the performance, satisfaction, and so forth .

6. Why increasing attention is paid towards motivation can be found in the present and future technology required for production, as technology increases in complexity, machines tend to become necessary.

Motivation concepts
Intrinsic and extrinsic motivation
Intrinsic motivation refers to motivation that is driven by an interest or enjoyment in the task itself, and exists within the individual rather than relying on any external pressure.[2] Intrinsic motivation has been studied by social and educational psychologists since the early 1970s. Research has found that it is usually associated with high educational achievement and enjoyment by students. Explanations of intrinsic motivation have been given in the context of Fritz Heider's attribution theory, Bandura's work on self-efficacy, and Deci and Ryan's cognitive evaluation theory (see self-determination theory). Students are likely to be intrinsically motivated if they:

attribute their educational results to internal factors that they can control (e.g. the amount of effort they put in),

believe they can be effective agents in reaching desired goals (i.e. the results are not determined by luck),

Are interested in mastering a topic, rather than just rote-learning to achieve good grades.
16

Extrinsic motivation comes from outside of the individual. Common extrinsic motivations are rewards like money and grades, coercion and threat of punishment. Competition is in general extrinsic because it encourages the performer to win and beat others, not to enjoy the intrinsic rewards of the activity. A crowd cheering on the individual and trophies are also extrinsic incentives. Social psychological research has indicated that extrinsic rewards can lead to over justification and a subsequent reduction in intrinsic motivation.

MOTIVATIONAL CHALLENGES
One reason why motivation is a difficult task is that the workforce is changing. Employees join organizations with different needs and expectations. Their values, beliefs, background, lifestyles, perceptions and attitudes are different. Not many organizations have understood these and not many HR experts are clear about the ways of motivating such diverse workforce. Motivating employees is also more challenging at a time when firms have dramatically changed the jobs that employees perform, reduced layers of hierarchy, and jettisoned large numbers of employees in the name of right-sizing or down-sizing .These actions have considerably damaged the level of trust and commitment necessary for employee to put in efforts above minimum requirements some organization have resorted to hire and fire and pay for- performance strategies almost giving up motivational efforts. Such strategies may have some effects (both positive and negative) but fail to make and individual overreach.

Needs: Needs are created whenever there is a physiological or psychological imbalance For example: A need exists when cells in the body are deprived of food and water or when the personality is deprived of other people who serve friends or companions. Although psychological may be based on a deficiency, sometimes they are not. For instant, and individuals with a strong need to get ahead may have a history of consistent success Drives: Drives (Or motives) are set up to alleviate needs. Psychological needs can be simply defined as a deficiency with direction. Physiological or psychological drives are action oriented and provide energizing thrust towards reaching an incentive or goals. They are at the very heart of the motivational process. The needs for food and water are translated
17

into hunger and thrust drives, and the need for friend becomes a drives affiliation. Thus, a drive is a psychological state which moves an individuals satisfying needs

Goals: At the end of the motivational cycle is the goal or incentive. It is anything that wills that will alleviate a need and reduce a drive.

Motivation and Behaviour:

The basic unit of behavior is an activity. In fact, all behavior is a series of activities. Individual have preference for certain activities, they change activities, and they change activities accordingly. It is important for a manager to understand, predict, and even control the activities that an individual may perform at a given moment. To predict the behavior, manager must know which motives or needs of people evoke a certain action at a particular time.

1) Motives: Every individual carries a set of inner motivations and drives that influence
the way he behaves much more radically than he realizes .Individuals differ not only in their ability to do but also in their will to do, or motivation. Motives are sometimes defined as needs, wants, drives, or impulses within the individual .Motives are the whys of behavior .they arouse and maintain activity and determine a general direction of the behavior of an individual. In essence, motives or needs are the mainsprings of action. .

2) Goals: Goals are outside an individual .Goals are something referred to as hoped for
rewards towards which motives are directed Psychologists use the term incentives for these goals. Incentives include tangible financial rewards such as increased pay and also the managers who are successful in motivating employees are often providing an environment in which appropriate goals are available for needs satisfaction.

3) Motive Strength: We have seen that motives or needs are the reason underlying
behavior. Every individual has several needs. All these needs compete for their
18

behavior. These needs have different strengths. The need with the greatest strength at a particular moment leads to activities. .

Motivational theories 1) Incentive theory

Swab Summer IT incentive Main article: Incentive A reward, tangible or intangible, is presented after the occurrence of an action (i.e. behavior) with the intent to cause the behavior to occur again. This is done by associating positive meaning to the behavior. Studies show that if the person receives the reward immediately, the effect would be greater, and decreases as duration lengthens. Repetitive action-reward combination can cause the action to become habit. Motivation comes from two sources: oneself, and other people. These two sources are called intrinsic motivation and extrinsic motivation, respectively. Reinforces and reinforcement principles of behavior differ from the hypothetical construct of reward. A reinforce is any stimulus change following a response that increases the future frequency or magnitude of that response. Positive reinforcement is demonstrated by an increase in the future frequency or magnitude of a response due to in the past being followed contingently by a reinforcing stimulus. Negative reinforcement involves stimulus change consisting of the removal of an aversive stimulus following a response. Positive reinforcement involves a stimulus change consisting of the presentation or magnification of an appetitive stimulus following a response. From this perspective, motivation is mediated by

19

environmental events, and the concept of distinguishing between intrinsic and extrinsic forces is irrelevant.

2) Drive-reduction theories
This section does not cite any references or sources. Please help improve this section by adding citations to reliable sources. Unsourced material may be challenged and removed. (January 2010) Main article: Drive theory There are a number of drive theories. The Drive Reduction Theory grows out of the concept that we have certain biological drives, such as hunger. As time passes the strength of the drive increases if it is not satisfied (in this case by eating). Upon satisfying a drive the drive's strength is reduced. The theory is based on diverse ideas from the theories of Freud to the ideas of feedback control systems, such as a thermostat. Drive theory has some intuitive or folk validity. For instance when preparing food, the drive model appears to be compatible with sensations of rising hunger as the food is prepared, and, after the food has been consumed, a decrease in subjective hunger. There are several problems, however, that leave the validity of drive reduction open for debate. The first problem is that it does not explain how secondary rein forcers reduce drive. For example, money satisfies no biological or psychological needs, but a pay check appears to reduce drive through second-order conditioning. Secondly, a drive, such as hunger, is viewed as having a "desire" to eat, making the drive a homuncular beinga feature criticized as simply moving the fundamental problem behind this "small man" and his desires. In addition, it is clear that drive reduction theory cannot be a complete theory of behavior, or a hungry human could not prepare a meal without eating the food before he finished cooking it. The ability of drive theory to cope with all kinds of behavior, from not satisfying a drive (by adding on other traits such as restraint), or adding additional drives for "tasty" food, which combine with drives for "food" in order to explain cooking render it hard to test.

20

3) Cognitive dissonance theory

Main article: Cognitive dissonance Suggested by Leon Festinger, this occurs when an individual experiences some degree of discomfort resulting from an incompatibility between two cognitions. For example, a consumer may seek to reassure himself regarding a purchase, feeling, in retrospect, that another decision may have been preferable. While not a theory of motivation, per se, the theory of cognitive dissonance proposes that people have a motivational drive to reduce dissonance. They do this by changing their attitudes, beliefs, or actions. Dissonance is also reduced by justifying, blaming, and denying. It is one of the most influential and extensively studied theories in social psychology. Main article: Maslow's hierarchy of needs The content theory includes the hierarchy of needs from Maslow and the two- factor theory from Herzberg. Abraham Maslow's theory is one of the most widely discussed theories of motivation. The American motivation psychologist Abraham H.Maslow developed the Hierarchy of needs consistent of five hierarchic classes. It shows the complexity of human requirements. Maslow says that first of all the basic requirements have to be satisfied. The basic requirements build the first step in his pyramid. They decide about to be or not to be. If there is any deficit on this level, the whole behavior of a human will be oriented to satisfy this deficit. Subsequently we do have the second level, which awake a need for security. Basically it is oriented on a future need for security. After securing those two levels, the motives shift in the social sphere, which form the third stage. Psychological requirements consist in the fourth level, while the top of the hierarchy comprise the self- realization. So theory can be summarized as follows:

Human beings have wants and desires which influence their behavior. Only unsatisfied needs influence behavior, satisfied needs do not.
21

Since needs are many, they are arranged in order of importance, from the basic to the complex.

The person advances to the next level of needs only after the lower level need is at least minimally satisfied.

The further the progress up the hierarchy, the more individuality, humanness and psychological health a person will show.

The needs, listed from basic (lowest-earliest) to most complexes (highest-latest) are as follows:

Physiology (hunger, thirst, sleep, etc.) Safety/Security/Shelter/Health Belongingness/Love/Friendship Self-esteem/Recognition/Achievement Self actualization

4) Herzberg's two-factor theory

Main article: Frederick Herzberg Frederick Herzberg's two-factor theory, a.k.a. intrinsic/extrinsic motivation, concludes that certain factors in the workplace result in job satisfaction, but if absent, they don't lead to dissatisfaction but no satisfaction.[10] The factors that motivate people can change over their lifetime, but "respect for me as a person" is one of the top motivating factors at any stage of life. He distinguished between:

Motivators; (e.g. challenging work, recognition, responsibility) which give positive satisfaction, and

Hygiene factors; (e.g. status, job security, salary and fringe benefits) that do not motivate if present, but, if absent, result in demonization.

The name Hygiene factors is used because, like hygiene, the presence will not make you healthier, but absence can cause health deterioration.
22

The theory is sometimes called the "Motivator-Hygiene Theory" and/or "The Dual Structure Theory." Herzberg's theory has found application in such occupational fields as information systems and in studies of user satisfaction.

5) Alderfer's ERG theory

This section does not cite any references or sources. Please help improve this section by adding citations to reliable sources. Unsourced material may be challenged and removed.
(July 2010)

Main article: Clayton Alderfers Alderfers, expanding on Maslow's hierarchy of needs, created the ERG theory. This theory posits that there are three groups of core need existence, relatedness, and growth, hence the label: ERG theory. The existence group is concerned with providing our basic material existence requirements. They include the items that Maslow considered to be physiological and safety needs. The second groups of needs are those of relatedness- the desire we have for maintaining important interpersonal relationships. These social and status desires require interaction with others if they are to be satisfied, and they align with Maslow's social need and the external component of Maslow's esteem classification. Finally, Alderfers isolates growth needs' an intrinsic desire for personal development. These include the intrinsic component from Maslow's esteem category and the characteristics included under selfactualization. 6) Self-determination theory Self-determination theory, developed by Edward Deci and Richard Ryan, focuses on the importance of intrinsic motivation in driving human behavior. Like Maslow's hierarchical theory and others that built on it, SDT posits a natural tendency toward growth and development. Unlike these other theories, however, SDT does not include any sort of "autopilot" for achievement, but instead requires active encouragement from the environment.

23

The primary factors that encourage motivation and development are autonomy, competence feedback, and relatedness. SDT uses a natural tendency toward growth and development.

Broad theories
This article's citation style may be unclear. The references used may be made clearer with a different or consistent style of citation, footnoting, or external linking. (April 2011) The latest approach in developing a broad, integrative theory of motivation is Temporal Motivation Theory, [12] developed by Piers Steel and Cornelius Konig. Introduced in their 2007 Academy of Management Review article, it synthesizes into a single formulation the primary aspects of all other major motivational theories, including Incentive Theory, Drive Theory, Need Theory, Self-Efficacy and Goal Setting. Notably, it simplifies the field of motivation considerably and allows findings from one theory to be translated into terms of another. Also, Achievement Motivation is an integrative perspective as outlined in the "Onion-RingModel of Achievement Motivation" by Heinz Schuler, George C. Thornton III, Andreas Frintrup and Rose Mueller-Hanson. It is based on the premise that performance motivation results from the way broad components of personality are directed towards performance. As a result, it includes a range of dimensions that are relevant to success at work but which are not conventionally regarded as being part of performance motivation. Especially it integrates formerly separated approaches as Need for Achievement with e.g. social motives like dominance.

Cognitive theories 1) Goal-setting theory

Goal-setting theory is based on the notion that individuals sometimes have a drive to reach a clearly defined end state. Often, this end state is a reward in itself. A goal's efficiency is affected by three features: proximity, difficulty and specificity. An ideal goal should present a situation where the time between the initiation of behavior and the end state is close. This
24

explains why some children are more motivated to learn how to ride a bike than to master algebra. A goal should be moderate, not too hard or too easy to complete. In both cases, most people are not optimally motivated, as many want a challenge (which assumes some kind of insecurity of success). At the same time people want to feel that there is a substantial probability that they will succeed. Specificity concerns the description of the goal in their class. The goal should be objectively defined and intelligible for the individual. A classic example of a poorly specified goal is to get the highest possible grade. Most children have no idea how much effort they need to reach that goal.

Models of behavior change

This section does not cite any references or sources. Please help improve this section by adding citations to reliable sources. Unsourced material may be challenged and removed. (January 2010) Social-cognitive models of behavior change include the constructs of motivation and volition. Motivation is seen as a process that leads to the forming of behavioral intentions. Volition is seen as a process that leads from intention to actual behavior. In other words, motivation and volition refer to goal setting and goal pursuit, respectively. Both processes require selfregulatory efforts. Several self-regulatory constructs are needed to operate in orchestration to attain goals. An example of such a motivational and volitional construct is perceived selfefficacy.

Applications

Education Motivation is of particular interest to educational psychologists because of the

crucial role it plays in student learning. However, the specific kind of motivation that is studied in the specialized setting of education differs qualitatively from the more general forms of motivation studied by psychologists in other fields. Motivation in education can have several effects on how students learn and how they behave towards subject matter. It can: 1. Direct behavior toward particular goals 2. Lead to increased effort and energy
25

3. Increase initiation of, and persistence in, activities 4. Enhance cognitive processing 5. Determine what consequences are reinforcing 6. Lead to improved performance. There are two kinds of motivation: Intrinsic motivation occurs when people are internally motivated to do something because it either brings them pleasure, they think it is important, or they feel that what they are learning is significant. It has been shown that intrinsic motivation for education drops from grades 3-9 though the exact cause cannot be ascertained. Also, in younger students it has been shown that contextualizing material that would otherwise be presented in an abstract manner increases the intrinsic motivation of these students.

Extrinsic motivation comes into play when a student is compelled to do something or act a certain way because of factors external to him or her (like money or good grades).

Business

At lower levels of Maslow's hierarchy of needs, such as physiological needs, money is a motivator; however it tends to have a motivating effect on staff that lasts only for a short period (in accordance with Herzberg's two-factor model of motivation). At higher levels of the hierarchy, praise, respect, recognition, empowerment and a sense of belonging are far more powerful motivators than money, as both Abraham Maslow's theory of motivation and Douglas McGregor's theory X and theory Y (pertaining to the theory of leadership) demonstrate. Maslow has money at the lowest level of the hierarchy and shows other needs are better motivators to staff. McGregor places money in his Theory X category and feels it is a poor motivator. Praise and recognition are placed in the Theory Y category and are considered stronger motivators than money.

Motivated employees always look for better ways to do a job. Motivated employees are more quality oriented.

26

Motivated workers are more productive.

The average workplace is about midway between the extremes of high threat and high opportunity. Motivation by threat is a dead-end strategy, and naturally staffs are more attracted to the opportunity side of the motivation curve than the threat side. Motivation is a powerful tool in the work environment that can lead to employees working at their most efficient levels of production. Nonetheless, Steinmetz also discusses three common character types of subordinates: ascendant, indifferent, and ambivalent that all react and interact uniquely, and must be treated, managed, and motivated accordingly. An effective leader must understand how to manage all characters, and more importantly the manager must utilize avenues that allow room for employees to work, grow, and find answers independently. The assumptions of Maslow and Herzberg were challenged by a classic study at Vauxhall Motors' UK manufacturing plant. This introduced the concept of orientation to work and distinguished three main orientations: instrumental (where work is a means to an end), bureaucratic (where work is a source of status, security and immediate reward) and solidaristic (which prioritizes group loyalty). Other theories which expanded and extended those of Maslow and Herzberg included Kurt Lewin's Force Field Theory, Edwin Locke's Goal Theory and Victor Vroom's Expectancy theory. These tend to stress cultural differences and the fact that individuals tend to be motivated by different factors at different times. According to the system of scientific management developed by Frederick Winslow Taylor, a worker's motivation is solely determined by pay, and therefore management need not consider psychological or social aspects of work. In essence, scientific management bases human motivation wholly on extrinsic rewards and discards the idea of intrinsic rewards. In contrast, David McClelland believed that workers could not be motivated by the mere need for moneyin fact, extrinsic motivation (e.g., money) could extinguish intrinsic motivation such as achievement motivation, though money could be used as an indicator of success for various motives, e.g., keeping score. In keeping with this view, his consulting firm, McBer & Company, had as its first motto "To make everyone productive, happy, and free." For McClelland, satisfaction lay in aligning a person's life with their fundamental motivations. Elton Mayo found that the social contacts a worker has at the workplace are very important and that boredom and repetitiveness of tasks lead to reduced motivation. Mayo believed that
27

workers could be motivated by acknowledging their social needs and making them feel important. As a result, employees were given freedom to make decisions on the job and greater attention was paid to informal work groups. Mayo named the model the Hawthorne effect. His model has been judged as placing undue reliance on social contacts at work situations for motivating employees. In Essentials of Organizational Behavior, Robbins and Judge examine recognition programs as motivators, and identify five principles that contribute to the success of an employee incentive program: Recognition of employees' individual differences and clear identification of behavior deemed worthy of recognition

Allowing employees to participate Linking rewards to performance Rewarding of nominators Visibility of the recognition process

Measure: Chart the Frequency of

Responses after Intervention

Problem Solved?
Maintain Desirable Behavior Evaluate for Performance Improvement

Despite the positive result that OB has demonstrated, it has no counter adverse criticism. Is it a technique for manipulating people? Does it because it decreases an employees freedom? If so, is such an action on the part of manager unethical? And do non-monetary reinforcement like feedback, praise, and recognition get old after a while?

28

Will employees begin to see these as ways for management to increase productivity without providing commensurate increase in their pay.

Goal setting is one of the most effective and widely practiced techniques of motivation. Goals are the immediate or ultimate objectives that employees are trying to accomplish from their work efforts in organizations. Goal setting is the process of motivating employees by establishing performance

EMPLOYEE MOTIVATION
To retain good staff and to encourage them to give of their best while at work requires attention to the financial and even physiological rewards offered by the organization Basic financial rewards and conditions of service (e.g. working hours per week) are determined externally (by national bargaining or government minimum wage legislation) in many occupations but as much as 50 per cent of the gross pay of manual workers is often the result of local negotiations and details (e.g. which particular hours shall be worked) of conditions of service are often more important than the basics. As staffing needs will vary with the productivity of the workforce (and the industrial peace achieved) so good personnel policies are desirable. The latter can depend upon other factors (like environment, welfare, employee benefits, etc.) but unless the wage packet is accepted as 'fair and just' there will be no motivation.

Hence while the technicalities of payment and other systems may be the concern of others, the outcome of them is a matter of great concern to human resource management.

Increasingly the influence of behavioral science discoveries is becoming important not merely because of the widely-acknowledged limitations of money as a motivator, but because of the changing mix and nature of tasks (e.g. more service and professional jobs and far fewer unskilled and repetitive production jobs). .

The former demand better-educated, mobile and multi-skilled employees much more likely to be influenced by things like job satisfaction, involvement, participation, etc. than the economically dependent employees of yesteryear. .
29

Hence human resource management must act as a source of information about and a source of inspiration for the application of the findings of behavioral science. It may be a matter of drawing the attention of senior managers to what is being achieved elsewhere and the gradual education of middle managers to new points of view on job design, work organization and worker autonomy

Basics about Employee Motivation

1. Motivating employees starts with motivating yourself.

2. It's amazing how, if you hate your job, it seems like everyone else does, too. If you are very stressed out, it seems like everyone else is, too. Enthusiasm is contagious. If you're enthusiastic about your job, it's much easier for others to be, too. Also, if you're doing a good job of taking care of yourself and your own job, you'll have much clearer perspective on how others are doing in theirs.

3. A great place to start learning about motivation is to start understanding your own motivations. The key to helping to motivate your employees is to understand what motivates them. So what motivates you? Consider, for example, time with family, recognition, a job well done, service, learning, etc. How is your job configured to support your own motivations?

4. Always work to align goals of the organization with goals of employees as mentioned above, employees can be all fired up about their work and be working very hard. However, if the results of their work don't contribute to the goals of the organization, then the organization is not any better off than if the employees were sitting on their hands -- maybe worse off! Therefore, it's
30

critical that managers and supervisors know what they want from their employees. These preferences should be worded in terms of goals for the organization. Identifying the goals for the organization is usually done during strategic planning. Whatever steps you take to support the motivation of your employees (various steps are suggested below), ensure that employees have strong input to identifying their goals and that these goals are aligned with goals of the organization. (Goals should be worded to be "SMARTER". Key to supporting the motivation of your employees understands what motivates each of them. .

Each person is motivated by different things. Whatever steps you take to support the motivation of your employees, they should first include finding out what it is that really motivates each of your employees. You can find this out by asking them, listening to them and observing them. .

5. Recognize that supporting employee motivation is a process, not a task Organizations change all the time, as do people.

6. Indeed, it is an ongoing process to sustain an environment where each employee can strongly motivate themselves. If you look at sustaining employee motivation as an ongoing process, then you'll be much more fulfilled and motivated yourself. .

Steps You Can Take

The following specific steps can help you go a long way toward supporting your employees. .

1) Cultivate strong skills in delegation: - Delegation includes conveying responsibility and authority to your employees so they can carry out certain
31

tasks. However, you leave it up to your employees to decide how they will carry out the tasks. Skills in delegation can free up a great deal of time for managers and supervisors. It also allows employees to take a stronger role in their jobs, which usually means more fulfillment and motivation. 2) Reward it when you see it: - A critical lesson for new managers and supervisors is to learn to focus on employee behaviors, not on employee personalities. Performance in the workplace should be based on behaviors toward goals, not on popularity of employees. You can get in a great deal of trouble (legally, morally and interpersonally) for focusing only on how you feel about your employees rather than on what you're seeing with your eyeballs. .

3) Reward it soon after you see it:- this helps to reinforce the notion that you highly prefer the behaviors that you're currently seeing from your employees. Often, the shorter the time between an employee's action and your reward for the action, the clearer it is to the employee that you highly prefer that action.

4) Implement at least the basic principles of performance management Good performance management includes identifying goals, measures to indicate if the goals are being met or not, ongoing attention and feedback about measures toward the goals, and corrective actions to redirect activities back toward achieving the goals when necessary. Performance management can focus on organizations, groups, processes in the organization and employees. .

5) Celebrate achievements: - this critical step is often forgotten. New managers and supervisors are often focused on a getting "a lot done". This usually means identifying and solving problems. Experienced managers come to understand that acknowledging and celebrating a solution to a problem can be every bit as important as the solution itself. Without ongoing acknowledgement of success, employees become frustrated, skeptical and even cynical about efforts in the organization.

32

6) Let

employees

hear

from

their

customers

(internal

or

external)

Let employees hear customers proclaim the benefits of the efforts of the employee. For example, if the employee is working to keep internal computer systems running for other employees (internal customers) in the organization, then have other employees express their gratitude to the employee. If an employee is providing a product or service to external customers, then bring in a customer to express their appreciation to the employee. .

Tips on Improving Employee Motivation

No matter the size of your company, having a team of motivated, hard-working employees is crucial to your business success. When people lose their motivation, however, their job performance suffers -- they become less productive, less creative, less of an asset to the company.

Here are 10 useful pointers on getting your employees enthused, productive, and ready to give their all: 1. Build a foundation. Its important to build a solid foundation for your employees so they feel invested in the company. Tell them about the history of the business and your vision for the future. Ask them about their expectations and career goals, as well as how you can help them feel part of the team. When any new employee starts, make sure he or she receives a thorough welcome orientation. 2. Create a positive environment. Promote an office atmosphere that makes all employees feel worthwhile and important. Dont play favorites with your staff. Keep office doors open and let folks know they can always approach you with questions or concerns. A happy office is a productive office. 3. Put people on the right path. Most employees are looking for advancement opportunities within their own company. Work with each of them to develop a career growth plan that takes into consideration both their current skills and future goals. If
33

employees become excited about whats down the road, they will become more engaged in their present work. 4. Educate the masses. Help employees improve their professional skills by providing on-the-job training or in-house career development. Allow them to attend workshops and seminars related to the industry. Encourage them to attend adult education classes paid for by the company. Employees will feel you are investing in them, and this will translate into an improved job performance. 5. Dont forget the fun. Once in a while you have put work aside and do something nice for the people who work for you. Treat the office to a pizza lunch or take everyone to the movies. Reward employees with an unexpected day off or by closing the office early on a random Friday afternoon. 6. Acknowledge contributions. You can make a huge difference in employee morale simply by taking the time to recognize each employees contributions and accomplishments, large or small. Be generous with praise.

Theory X
In this theory, which has been proven counter-effective in most modern practice, management assumes employees are inherently lazy and will avoid work if they can and that they inherently dislike work. As a result of this, management believes that workers need to be closely supervised and comprehensive systems of controls developed. A hierarchical structure is needed with narrow span of control at each and every level. According to this theory, employees will show little ambition without an enticing incentive program and will avoid responsibility whenever they can. According to Michael J. Papa (Ph.D., Temple University; M.A., Central Michigan University; B.A., St. Johns University), if the organizational goals are to be met, theory X managers rely heavily on threat and coercion to gain their employee's compliance. Beliefs of this theory lead to mistrust, highly restrictive supervision, and a punitive atmosphere. The Theory X manager tends to believe that everything must end in blaming someone. He or she thinks all prospective employees are only out for themselves. Usually these managers feel the sole purpose of the employee's
34

interest in the job is money. They will blame the person first in most situations, without questioning whether it may be the system, policy, or lack of training that deserves the blame. A Theory X manager believes that his or her employees do not really want to work, that they would rather avoid responsibility and that it is the manager's job to structure the work and energize the employee. One major flaw of this management style is it is much more likely to cause Diseconomies of Scale in large businesses.

Theory Y
In this theory, management assumes employees may be ambitious and self-motivated and exercise self-control. It is believed that employees enjoy their mental and physical work duties. According to Papa, to them work is as natural as play. [They possess the ability for creative problem solving, but their talents are underused in most organizations. Given the proper conditions, theory Y managers believe that employees will learn to seek out and accept responsibility and to exercise self-control and self-direction in accomplishing objectives to which they are committed. A Theory Y manager believes that, given the right conditions, most people will want to do well at work. They believe that the satisfaction of doing a good job is a strong motivation. Many people interpret Theory Y as a positive set of beliefs about workers. A close reading of The Human Side of Enterprise reveals that McGregor simply argues for managers to be open to a more positive view of workers and the possibilities that this creates. He thinks that Theory Y managers are more likely than Theory X managers to develop the climate of trust with employees that are required for human resource development. It's human resource development that is a crucial aspect of any organization. This would include managers communicating openly with subordinates, minimizing the difference between superior-subordinate relationships, creating a comfortable environment in which subordinates can develop and use their abilities. This climate would include the sharing of decision making so that subordinates have say in decisions that influence them. This theory is a positive view to the employees, meaning that the employer is under a lot less pressure than someone who is influenced by a theory X management style.

35

McGregor and Maslow's hierarchy

Criticisms
Today the theories are seldom used explicitly, largely because the insights they provided have influenced and been incorporated by further generations of management theorists and practitioners. More commonly, workplaces are described as "hard" versus "soft." Theory remains a guiding principle of positive approaches to management, to organizational development, and to improving organizational culture. Taken too literally any such dichotomy including Theory X and Y seem to represent unrealistic extremes. Most employees (and managers) fall somewhere in between these poles. Naturally, McGregor was well aware of the heuristic as opposed to literal way in which such distinctions are useful. Theory X and Theory Y are still important terms in the field of management and motivation. Recent studies have questioned the rigidity of the model, but McGregor's X-Y Theory remains a guiding principle of positive approaches to management, to organizational development, and to improving organizational culture.

Motivation in theory - Maslow's hierarchy of needs

Maslow's Hierarchy of Needs is a "content theory" of motivation" (the other main one is Herzberg's Two Factor Theory). Maslow's theory consisted of two parts: (1) The classification of human needs, and (2) Consideration of how the classes are related to each other.
36

- A person starts at the bottom of the hierarchy (pyramid) and will initially seek to satisfy basic needs (e.g. food, shelter) - Safety needs at work could include physical safety (e.g. protective clothing) as well as protection against unemployment, loss of income through sickness etc) - Social needs recognize that most people want to belong to a group. These would include the need for love and belonging (e.g. working with colleague who support you at work, teamwork, communication) - Esteem needs are about being given recognition for a job well done. They reflect the fact that many people seek the esteem and respect of others. A promotion at work might achieve this. - Self-actualization is about how people think about themselves - this is often measured by the extent of success and/or challenge at work. Maslow's model has great potential appeal in the business world. The message is clear - if management can find out which level each employee has reached, then they can decide on suitable rewards.

37

COMPANY PROFILE

ABOUT VENTCOOL SYSTEM:Ventilation is critical for improving "indoor air quality" by reducing the concentration of pollutants in industrial environments, which often experience concentration levels two to five times higher than found in residential areas. While passive ventilationair moving on its own through open doors or windowscan help achieve this goal; however energy conservation concerns limit its effectiveness. Ventcool system India (P) Ltd. (Faridabad) has the perfect solution for this kind of situation. Established in the year 1988, our company is a leading manufacturer and exporter of a wide range of ventilation systems such as Centrifugal Blowers/Axial Flow Fans, Fume/Dust Extraction Systems, Evaporative Cooling Systems, Bag Filters, and Pneumatic Conveying Systems etc. We have a wide customer base spreading across the globe, owing to which we have an export percentage of 65%. Incorporated in the year 1988, Ventcool system India (P) Ltd., introduce it selves as a leading manufacturer and exporter engaged in the fabrication of Pneumatic Conveying, Dust Proofing, General Ventilation Systems and related products. All their products are designed after a thorough assessment related to the needs of various sectors. they strive hard to meet increasing demands of the national and international clientele. Having years of experience, our core values are innovation with continuous improvements. They follow ISO 9001:2000 along with other standardized norms and practices in their manufacturing process. Their perfectly engineered products, robustness and focus on understanding and solving their customers' needs have remained the crucial keys to our 15 years of success. As a quality driven organization, they follow stringent quality control measures at every stage of their process that facilitates in smooth and efficient final production. Thei impeccable

38

History

An ISO 9001:2000 certified specialists in industrial ventilation systems since 1988.... Ventcool system India Private Limited is amongst the leading manufacturers, suppliers and exporters of a wide variety of air pollution control systems and related equipment. The organization has come a long way from its modest beginnings to its current market position. They have built a strong reputation in the market by manufacturing high quality products. Their products are renowned in the market for their features like high efficiency, low maintenance and long service life.

Their products are fabricated at our state-of-the-art manufacturing unit, which is well equipped with modern machines and equipment to achieve a high rate of production without compromising on the quality of the finished products. Their experienced professionals keep a strict vigil on the fabrication process to ensure that only flawless products reach their esteemed customers. The entire range of products is offered at industry leading prices, making it extremely popular among their clients from around the world. Owing to the cost effectiveness and unmatched performance of their products, they have managed to acquire an elaborate base of clients all over the world. Some of their prominent customers include Engineers India Limited, Larsen & Toubro Limited and TATA Consulting Engineers.

Under the able guidance of our mentor, Mr. R.K SAXENA, They have managed to grow from their modest beginning to their current market position. His vision & guidance has been invaluable in their endeavor to be counted among the leading manufacturers of this domain. He is ably supported by a team of well qualified technocrats with years of valuable industry experience to its credit.

39

AIM OF THE COMPANY

To maximize creation of wealth, value and satisfaction for the stakeholders. To attain leadership in developing adopting and assimilating state of the art technology for competitive advantage. To foster a culture of participation and innovation for employees growth and satisfaction. To attain leadership in developing adopting and assimilating state of the art technology for competitive advantage.

COMPANY VALUES
Ventcool system Company stands tall in the sector, benchmarking standards of quality and reliability. Ventcool system India (P) Ltd. (Faridabad) is defined by the following values:

Reliable Service Absolute Integrity Uncompromising Quality Skilled, Capable and Motivated Employees Strong Alliances Commitment to Ecology and Community

KEY STRENGTHS
Strong distribution network in Northern India enabling it to market its products

Extensively even in rural areas. Competitive edge in ventilation system business as North India happens to be the largest market for ventilation system.

40

Long-standing relationship with dealers with more than 75% retention rate.

Quality products which have been well accepted by reputed clients such as

CLIENTS o M/S DABUR INDIA LIMITED o M/S ANAND LIMITED o PUROLATOR INDIA LIMITED o GABRIEL INDIA LIMITED o HERO HONDA MOTORS INDIA LIMITED o RICO AUTO INDUSTRIES o FOOD INDUSTRY o LEATHER o STEEL AND TEXTILE PLANTS o RUBBER o R.K & COMPANY LIMITED o BAJAJ COMPANY

VENTCOOL SYSTEM PRIVATE LTD

Ventcool system India (P) Ltd. (Faridabad), believe that all their clients should get value for their investment and so they follow stringent quality measures to manufacture and supply world-class quality products. Facilitated with latest and most advanced machines, they conduct various tests in order to ensure that their products are of international standards. Raw materials like mild steel, stainless steel, aluminum, electrodes, HR and CR Sheets etc. are acquired from reliable and reputed vendors. They believe that consultation is the key to

41

engineering the best possible product. Based on this philosophy, we carefully analyze our clients' needs and accordingly manufacture the products.

In addition to this, we also explore and design choices that can further reduce costs and manufacturing speed while improving quality and reliability of various systems. Owing to all these efforts, they have been accredited with ISO 9001:2000 quality certificate.

Business Type Capital in Rupees Export Percentage Primary Competitive Advantages

Exporter , Manufacturer Rs. 2 crore 65%

Wide range of products Premium quality Timely delivery Affordable prices Robust infrastructure Strategic location

No of Staff Year of Establishment No of Production Lines Export Markets Investment on Manufacturing Equipment OEM Service Provided

35 1988 3 Worldwide Rs. 50 lakh Yes

42

Production Type No. of Engineers Monthly Production Capacity

Automatic 7 As per requirement

The Management Team

VENTCOOL SYSTEM TEAM

They consider their employees as their biggest assets. The impeccable market reputation and standing of the organization is due to the unending efforts of their diligent employees, who work tirelessly towards achieving the organization's goal of becoming the market leader in this domain. They employ qualified engineers, who manage the departments of design, manufacturing, project management & implementation and after sales service. Their professionals are well qualified and possess years of valuable industry experience, which enable them to perform their duties efficiently.

The key members of our organization are as follows:

Procuring agents for raw material Technicians Engineers Quality controllers R&D personnel Sales & marketing personnel Skilled & semi skilled workers The overall management of Ventcool systemltd. lt. vests with the Board of Directors

43

comprising of eminent persons with wide experience in business and industry. The day to day management of the Company is looked after by the Chairman & Managing Director and the Managing Director under the overall guidance of the Board. Without their concern company cannot achieve their target. As well they are the persons who guide the employees and also motivate them so that they can give their 100% to the company.

NAME R. K. Saxena Rajender Singh Mitra L.C Das Alok Khandari Malay Tapadar

DESIGNATION Chairman Production director Vice Chairman Marketing Engineer Chief Accountant Chartered Accountant

PRODUCTS VENTCOOL SYSTEMPRODUCT RANGE

Managed by experienced personnel, we provide technical and economical solutions for various air pollution and ventilation problems, which make a manufacturing facility ideal for healthy working conditions. Ventcool systemIndia (P) Ltd. (Faridabad) is engaged in the manufacture and export of the following:Extractors and Scrubbers-Manufacture, exporter and supplier of a wide range of Extractors and Scrubbers such as Dust Extraction-Fume Scrubber-Fume Extraction, Roof Extractors, Industrial Scrubbers and also deals in Air Cooling- Pressurization Plants.

44

Roof Extractors We are offering Roof Extractors that are known for their reliable and efficient performance as roof extractors. Roof extractors are mainly used for eliminating the trapped warm air and vapour.

Industrial Scrubbers

We have been offering Industrial Scrubbers, which are used in vertical packed tower for controlling and reducing the toxic fumes emitted from various processes. Fabricated using

45

premium grade raw material, these are compact in design and easy to install. Our industrial scrubbers find applications in various industries.

Dust Extraction-Fume Scrubber-Fume Extraction

Dust Extraction System We design and manufacture complete dust extraction systems as per the different requirements of our customers. These systems are designed considering the various process requirements. All the above mentioned products are used for the separation and collection of dust in these Dust Extraction Systems. Additionally, we also design Pneumatic Conveying Systems for various materials. We offer these products at industry leading prices, making them extremely popular among our customers across the globe.

Fume Scrubber We undertake designing, manufacturing and installation of high quality Fume Scrubbers as per the requirements of our customers. The products are available in venturi type, packed bed type and high efficiency sieve plate type scrubbers in MS/MS FRP/Rubber lined, FRP & PP

46

and FRP material of construction. Novel Sieve Plate Scrubbers are our latest design and work on the principal of distillation column.

The pertinent features of Novel Sieve Plate Scrubbers are :

Higher efficiency Low quantity of scrubbing fluid Low effluent generation No recirculation pump required

Owing to these advantages over Packed Bed Type Scrubbers, these products are extremely popular among our customers in the market.

Fume Extraction Systems We manufacture a high quality range of Fume Extraction Systems. The use of superior quality raw material in the fabrication process ensures a finished product, which matches up to the high quality standards followed by us. A complete system comprises suitable hoods, ducting, blower and scrubbers. Our product range is well renowned for its high efficiency, low maintenance and longer service life. Offered at industry leading prices, these products are the preferred choice of our customers around the world.

47

Air Cooling Pressurization Plants

We offer high quality Air Cooling Pressurization Plants for use in diverse industrial applications. Depending on the needs of the clients, we design, fabricate and install air washer systems as per their specific requirements. We design spot cooling systems, pressurization, DG set air cooling and motor ventilation systems. Additionally, we also provide humidification systems. The conventional air washers offered by us have sheet steel fabricated housing, energy saving wet pad type and PVC fill type. These are of forced and induced draft type package. We offer these products in a wide capacity range from 4000 CMH to 400,000 CMH and above in certain cases. The complete ducting systems associated with these plants are also done by us.

Industrial Air Blowers We are prominent manufacturer, supplier and trader of Industrial Air Blowers such as Air Blowers, Hot Air Blowers, and Centrifugal Blowers etc.

48

Air Blowers

Centrifugal Air Blowers We manufacture a wide array of Centrifugal Air Blowers in all forms and designs. Fabricated using premium quality material, these blowers can be used in a variety of applications. We supply SISW, DIDW and Multistage Blowers with capacities varying from few hundred M3/Hr to 300000 M3/Hr. We offer multistage blowers for pressure beyond 1200mmwg. For pressure requirements up to 1200 mmwg, single stage blowers are used. For handling corrosive fumes, customers can avail FRP and rubber tined blowers manufactured by us.

Hot Air Blowers

We are offering Hot Air Blowers that are manufactured using the best quality raw materials to ensure optimum durability. These are skillfully engineered to perform with utmost

49

strength, involving low maintenance cost.

Centrifugal Blowers

We manufacture Centrifugal Blower that is widely acknowledged for sturdy construction, excellent strength, durability and easy maintenance. Our range is durable & is suitable for various Industrial applications. These are offered in various forms such as high pressure blower, medium pressure blower and low pressure

50

blowers.

Industrial Fan
We are engaged in manufacturing, exporting and supplying of Industrial Fan such as Axial Flow Fans, Combustion Fans, Tunnel Ventilation Fans, and Air Washer etc. These products have uses in various industries and wide application in air pollution control systems. Axial Flow Fans

We provide fix bladed and variable pitch angle bladed versions of air filled designed axial flow fans. These Impellers are maufacturerd using high quality cast alloy aluminium type and 4, 6, 7, 8 & 11 blades as per the specific design. Axial flow fan can also be used reversible tunnel ventilation fan by using 2 stage

51

constructions. By designing the casing of the Axial fan accordingly, these can be used as wall mounting type, tube axial flow type and axial bifurcated type. The sweep size of fan available, varies from 300 mm - 2000 mm it the capacity ranging up to 225000 CMH.

Tunnel Ventilation Fans

We are supplying high pressure two stage Tunnel Ventilation Fans. The tunnel ventilation fan consists of axial flow impellers and can deliver large air quantities and high pressures. The tunnel ventilation system consists of either a single impeller or two impellers having a varied blade width. These fans are suitable for reversible rotation which makes them ideal for

52

ventilating the tunnels and mines.

Air Washer

We are exporting and supplying Air Washers in double skin configurations and single skin configurations using cellulose pads, water recirculation system, pre-filters and fans. These air washers like metallic can also be designed and supplied for higher capacities

53

Industrial Filters

We are offering Industrial Filters like Bag Filters, Automatic Oil Viscous Air Filters, and Bag Filters-Dust Scrubbers-Cyclones-Multiclones etc. for air pollution control system applied in various industries. Bag Filters

We are engaged in providing our clients an extensive range of Bag Fitters, which is widely used in the recovery of finished products from the exhausted gas.

54

Automatic Oil Viscous Air Filters

The Automatic Oil Viscous Air Filters is a self cleaning viscous filter machine which utilizes a rotating endless metal screen as the filtering media and an oil reservoir at the base of the filter unit to periodically clean the filter. These machines provide superior grade of filtration and are used for purifying and restoring hydraulic oil, machine oil, coolant oil and various other lubrication oil

Bag Filters-Dust Scrubbers-Cyclones-Multiclones

Bag Filters We offer a comprehensive range of dust collectors, which is designed considering the nature of dust and loading of a particular application. The various kinds of dust collectors offered by us include Pulse Jet Reverse Air Bag filters, Manual Shaking Bag Filters and Automatic Case Shaking Bag Filters among others. The filtration media is carefully chosen for the particular application. For manual and case

55

shaking bag filters, woven canvas cloth is used, while non woven polyester needled felt is used as the filtration media for Pulse Jet Bag Filters. We design, fabricate and supply Bag Filters for hundreds of bags to accommodate the bulk orders of our customers.

Dust Scrubbers We manufacture a comprehensive range of Dust Scrubbers, which is used in various dust extraction systems. In addition to the conventional type collectors, we also design and manufacture technologically advanced venturi scrubber type dust collectors. We make use of superior quality raw material during the fabrication process to achieve a flawless range of finished products. These products are known in the market for their compact design and ease of operation. Customers appreciate this range for high efficiency and effective removal of particulate matter from a stream of gas.

Cyclones & Multiclones Customers can avail from us a high quality range of Cyclones & Multiclones manufactured using premium quality raw material. These products are used for effective removal of dust particles from the stream of air. High efficiency Cyclones are fabricated using computer simulated designs. Additionally, some of the Cyclones are equipped with a Vortex Breaker Vessel, which aid in increasing their efficiency multifold. We also provide high efficiency Multiclones systems, which have cast iron cyclone tubes enclosed in a mild steel chamber. These products are specially preferred for removal of dust particles from comparatively hot

56

gas streams

Combustion Fans

We are offering combustion fan that is provided with requisite capacity and pressure depending on the system back pressure, where the burner is installed

TIMELY DELIVERY

Their company is well supported by a huge storage facility and wide distribution network of dealers, providing an inherent capability to ensure timely delivery of products. Their capability to feed bulk demand in the shortest possible time frame provides them an additional edge over other players operating in the similar arena.

57

ANALYSIS AND INTERPRETATION

Respected madam/sir, As a part of my project I would like to gather some information from you which will help me in the depth study of my project. I would be obliged if you will cooperate with me in filling the questionnaire, since the questionnaire is being used for academic purpose, the information gathered should remain confidential.

Study of motivation with the employees AGE SEX CATEGORY OF WORK MARITAL STATUS EXPERIENCE 1-2 YR MORE THAN 2 YR MARRIED BACHELOR BELOW 30 MALE WORKER 30-40 FEMALE STAFF EXECUTIVE 40-50 ABOVE 50

Questionnaire can be made in the following manner Highly satisfied satisfied Neutral dissatisfied Highly dissatisfied 1 2 3 4 5

Highly satisfied means employees feel highly motivated and they are satisfied with the motivational techniques.Satisfied means employees feel motivated and are satisfied with the motivational techniques.Neutral means employees are neither satisfied nor dissatisfied. Dissatisfied means employees does not feel motivated.Highly dissatisfied means employees are not satisfied with the motivational techniques.
58

ANALYSIS AND FINDINGS

Q1

SUPPORT FROM HR DEPARTMENT HIGHLY SATISFIED 30% 20% 0% 40% SATISFIED NEUTRAL DISSATISFIED HIGHLY DISSATISFIED 10%

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% highly satisfied satisfied neutral dissatisfied Highly dissatisfied Series1

INTERPRETATION According to this 30% are highly satisfied ,20% satisfied,0% are neutral 40% dissatisfied and 10% are strongly dissatisfied with this statement.

59

Q2
MGNT. INTERESTED IN MOTIVATING THE EMPLOYEES HIGHLY SATISFIED 40% 5% 10% 30% SATISFIED NEUTRAL DISSATISFIED HIGHLY DISSATISFIED 15%

highly satisfied satisfied neutral dissatisfied Highly dissatisfied

INTERPRETATION According to this 40% are highly satisfied ,5% satisfied,10% are neutral 30% dissatisfied and 15% are strongly dissatisfied with this statement.
60

Q3
MGNT. PROVIDING INCENTIVES HIGHLY SATISFIED 20% 40% 10% 10% SATISFIED NEUTRAL DISSATISFIED HIGHLY DISSATISFIED 20%

40% 35% 30% 25% 20% 15% 10% 5% 0% highly satisfied Series1

satisfied

neutral

dissatisfied

Highly dissatisfied

INTERPRETATION According to this 20% are highly satisfied ,40% satisfied,10% are neutral 10% dissatisfied and 20% are strongly dissatisfied with this statement.

61

Q4
IS MGNT INVOLVING EMPLOYEES HIGHLY SATISFIED 30% 5% 20% 15% SATISFIED NEUTRAL DISSATISFIED HIGHLY DISSATISFIED 30%

45%

40%

35%

30%

25% Series1 20%

15%

10%

5%

0% highly satisfied satisfied neutral dissatisfied Highly dissatisfied

INTERPRETATION According to this 30% are highly satisfied ,5% satisfied,20% are neutral 15% dissatisfied and 30% are strongly dissatisfied with this statement

62

Q5
BONUS SCHEME HIGHLY SATISFIED 5% 40% 0% 15% SATISFIED NEUTRAL DISSATISFIED HIGHLY DISSATISFIED 40%

40% 35% 30% 25% 20% 15% 10% 5% 0% highly satisfied satisfied neutral Series1 dissatisfied Highly dissatisfied Series1

INTERPRETATION According to this 5% are highly satisfied ,40% satisfied,0% are neutral 15% dissatisfied and 40% are strongly dissatisfied with this statement.

63

Q6
FESTIVAL ADVANCE HIGHLY SATISFIED 30% 10% 20% 30% SATISFIED NEUTRAL DISSATISFIED HIGHLY DISSATISFIED 10%

highly satisfied satisfied neutral dissatisfied Highly dissatisfied

INTERPRETATION According to this 30% are highly satisfied ,10% satisfied,20% are neutral 30% dissatisfied and 10% are strongly dissatisfied with this statement.

64

Q7
LEAVE FACILITY HIGHLY SATISFIED 5% 30% 15% 40% SATISFIED NEUTRAL DISSATISFIED HIGHLY DISSATISFIED 10%

Highly dissatisfied

dissatisfied

neutral

Series1

satisfied

highly satisfied

0%

5%

10%

15%

20%

25%

30%

35%

40%

INTERPRETATION According to this 5% are highly satisfied ,30% satisfied,15% are neutral 40% dissatisfied and 10% are strongly dissatisfied with this statement.

65

Q8
HOUSING FACILITY HIGHLY SATISFIED 30% 10% 25% 20% SATISFIED NEUTRAL DISSATISFIED HIGHLY DISSATISFIED 15%

45%

40%

35%

30%

25% Series1 20%

15%

10%

5%

0% 0 1 2 3 4 5 6

INTERPRETATION According to this 30% are highly satisfied ,10% satisfied,25% are neutral 20% dissatisfied and15% are strongly dissatisfied with this statement.

66

Q9
REST ROOM FACILITY HIGHLY SATISFIED 10% 30% 5% 40% SATISFIED NEUTRAL DISSATISFIED HIGHLY DISSATISFIED 15%

40% 35% 30% 25% 20% 15% 10% 5% 0% highly satisfied satisfied neutral dissatisfied Highly dissatisfied Series1

INTERPRETATION According to this 10% are highly satisfied ,30% satisfied,5% are neutral 40% dissatisfied and 15% are strongly dissatisfied with this statement.

67

Q10
OPPORTUNITY FOR EMPLOYEES HIGHLY SATISFIED 20% 10% 30% 5% SATISFIED NEUTRAL DISSATISFIED HIGHLY DISSATISFIED 35%

highly satisfied satisfied neutral dissatisfied Highly dissatisfied

INTERPRETATION According to this 20% are highly satisfied ,10% satisfied,30% are neutral 5% dissatisfied and35% are strongly dissatisfied with this statement.

68

Q11
FAIR AMOUNT OF TEAM SPIRIT HIGHLY SATISFIED 10% 30% 20% 10% SATISFIED NEUTRAL DISSATISFIED HIGHLY DISSATISFIED 30%

Highly dissatisfied

dissatisfied

neutral

Series1

satisfied

highly satisfied

0%

5%

10%

15%

20%

25%

30%

35%

40%

INTERPRETATION According to this 10% are highly satisfied ,30% satisfied,20% are neutral 10% dissatisfied and 30% are strongly dissatisfied with this statement.

69

Q12
EMPLOYEES FEEL SECURED HIGHLY SATISFIED 40% 10% 0% 20% SATISFIED NEUTRAL DISSATISFIED HIGHLY DISSATISFIED 30%

40% 35% 30% 25% 20% 15% 10% 5% 0% highly satisfied satisfied neutral Series1 dissatisfied Highly dissatisfied Series1

INTERPRETATION According to this 40% are highly satisfied ,10% satisfied,0% are neutral 20% dissatisfied and 30% are strongly dissatisfied with this statement.

70

Q13
EMPLOYEES FEEL BOOSTED HIGHLY SATISFIED 20%
45%

SATISFIED

NEUTRAL

DISSATISFIED

HIGHLY DISSATISFIED

50%

0%

10%

20%

40%

35%

30%

25% Series1 20%

15%

10%

5%

0% 0 1 2 3 4 5 6

INTERPRETATION According to this 20% are highly satisfied ,50% satisfied,0% are neutral 10% dissatisfied and 20% are strongly dissatisfied with this statement.
71

Q14
SUPERIORS RECOGNIZE THE WORK HIGHLY SATISFIED 5% 40% 15% 30% SATISFIED NEUTRAL DISSATISFIED HIGHLY DISSATISFIED 10%

40% 35% 30% 25% 20% 15% 10% 5% 0% highly satisfied Series1

satisfied

neutral

dissatisfied

Highly dissatisfied

INTERPRETATION According to this 5% are highly satisfied ,40% satisfied,15% are neutral 30% dissatisfied and 10% are strongly dissatisfied with this statement.

72

Q15
SUPERIORS MAKING THE ENVIRONMENT INTERESTING HIGHLY SATISFIED 30% 10% 20% 30% SATISFIED NEUTRAL DISSATISFIED HIGHLY DISSATISFIED 10%

highly satisfied satisfied neutral dissatisfied Highly dissatisfied

INTERPRETATION According to this 30% are highly satisfied ,10% satisfied,20% are neutral 30% dissatisfied and 10% are strongly dissatisfied with this statement.

73

Q16
RETIREMENT BENEFIT HIGHLY SATISFIED 10% 40% 20% 10% SATISFIED NEUTRAL DISSATISFIED HIGHLY DISSATISFIED 20%

Highly dissatisfied

dissatisfied

neutral

Series1

satisfied

highly satisfied

0%

10%

20%

30%

40%

INTERPRETATION According to this 10% are highly satisfied ,40% satisfied,20% are neutral 10% dissatisfied and 20% are strongly dissatisfied with this statement.

74

Q17
IMPROVING EMPLOYEES SKILLS HIGHLY SATISFIED 20% 10% 40% 10% SATISFIED NEUTRAL DISSATISFIED HIGHLY DISSATISFIED 20%

45%

40%

35%

30%

25% Series1 20%

15%

10%

5%

0% 0 1 2 3 4 5 6

INTERPRETATION According to this 20% are highly satisfied ,10% satisfied,40% are neutral 10% dissatisfied and 20% are strongly dissatisfied with this statement.

75

Q18
DO NOT KEEP SECRETS WITH EMPLOYEES HIGHLY SATISFIED 10% 50% 20% 0% SATISFIED NEUTRAL DISSATISFIED HIGHLY DISSATISFIED 20%

highly satisfied satisfied neutral dissatisfied Highly dissatisfied

INTERPRETATION According to this 10% are highly satisfied ,50% satisfied,20% are neutral 0% dissatisfied and 20% are strongly dissatisfied with this statement.

76

Q19
EMPLOYEES AWARE OF THE SYSTEM HIGHLY SATISFIED 30% 10% 0% 20% SATISFIED NEUTRAL DISSATISFIED HIGHLY DISSATISFIED 40%

Highly dissatisfied

dissatisfied

neutral

Series1

satisfied

highly satisfied

0%

20%

40%

60%

80%

100%

INTERPRETATION According to this 30% are highly satisfied ,10% satisfied,0% are neutral 20% dissatisfied and 40% are strongly dissatisfied with this statement.

77

CONCLUSION
Motivation is an important concept that has been receiving considerable attention from academicians, researchers and practicing HR managers. In its essence, motivation comprises important elements such as the need or content, search and choice of strategies, goal-directed behavior, social comparison of rewards reinforcement, and performance-satisfaction. The increasing attention paid towards motivation is justified because of several reasons. Motivated employees come out with new ways of doing jobs. They are quality oriented. They are more productive. Any technology needs motivated employees to adopt it successfully. Several approaches to motivation are available. Early theories are too simplistic in their approach towards motivation. For example, advocates of scientific Management believe that money is the motivating factor. The Human Relations Movement posits that social contacts will motivate workers.

Mere knowledge about the theories of motivation will not help manage their subordinates. They need to have certain techniques that help them change the behavior of employees. One such technique is reward. Reward, particularly money, is a motivator according to needbased and process theories of motivation. For the behavioral scientists, however, money is not important as a motivator. Whatever may be the arguments, it can be stated that money can influence some people in certain circumstance. Reward, particularly money, is a motivator according to need-based and process theories of motivation. For the behavioral scientists, however, money is not important as a motivator. Whatever may be the arguments, it can be stated that money can influence some people in certain circumstance

Being an outgrowth of Herzbergs, two factor theory of motivation, job enrichment is considered to be a powerful motivator. An enriched job has added responsibilities Job enlargement refers to adding a few more task elements horizontally. Task variety helps motivate job holders. Job rotation involves shifting an incumbent from one job to another. Several reputed organizations in an America have used OB Mod programmes successfully to achieve positive results.

78

RECOMMENDATION

Motivation is essential for each and every organization because its helps in avoiding the frustration and it also create the healthy work environment. This concern for, and investment in, future scenarios will gain unshakable trust and loyalty towards the company. The word motivation stands for movement.

1) Every manager should have both interest and concern about how to enable people to perform task willingly and to the best of their ability. 2) Motivation is essential for any company because employee is Asset of company. Motivation is important for the growth of employees as well as growth of the organization. Motivated employees help organizations survive. 3) Motivated employees are more productive. To be effective, managers need to understand what motivates employees within the context of the roles they perform. 4) Motives can only be inferred, but not seen. The dynamic nature of needs offend poses challenge to any manager in motivating his or her subordinate.

An employee, at any given time, has a various needs, desire, and expectations. Employees who put in extra hours at work to fulfill their needs or accomplishment may find that these extra hours conflict directly with needs for affiliation and their desire to be with their families. Motivation is essential for any company because employee is Asset of company. Motivation is important for the growth of employees as well as growth of the organization. Motivated employees are more productive. To be effective, managers need to think correctly and deeply what motivates the employees the most whether it is money or incentives or promotions, motivated employees feel more energetic confident and self reliable. Motivation is the essence of any organization it is a process that boosts up the morale of the employees and it is a very important part of the organization as well as for the employees personal welfare.

79